Changing Incentives for Knowledge Workers in the Social Enterprise

Changing Incentives For
Knowledge Workers In
The Social Enterprise
APQC Process Conference
Houston 2013

Sandy Kemsley l www.column2.com l @skemsley

Agenda
l

How the enterprise became social

l

The disconnect in adoption of new
methods and tools

l

The culture and management mandates

l

The technology mandate

Copyright Kemsley Design Ltd., 2013

2

The shift in enterprise processes, attitudes and goals

How The Enterprise
Became Social

3

Factor #1:
The Nature of Work Changed

Routine Work

Knowledge
Work

Execute transactions

Solve problems

Efficiency

Collaboration

Compliance/standardization

User-created processes

Process improvement

Assist human decisions

Automation

Collect supporting artifacts


4

Collaboration In The White Space
Of The Organization Chart


5

Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”

Balancing Hierarchy And
Community To Get Things Done


6

Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”

Factor #2: Tool Capabilities and
Expectations Changed
l

Consumption

l

Participation

l

Creation

l

User experience

l

Access anywhere


7

Factor #3:
Information Everywhere
l

No longer an age of information scarcity:
l

l

l

l

Businesses have rich customer context through
analytics and integration
Customers have competitive business
information
Wide range of public information

Productivity is in analysis and connectivity


8

External Social Presence Linked
To Core Business Processes
l

Changes the customer relationship

l

Extends the ends of the process

l

Increases external collaboration

l

Forces operational transparency


9

Result: The Social Enterprise
Social Feature

Enterprise Benefits

Collaboration

Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making

User-created
content
Transparency

Use and capture tacit knowledge
= Improved processes
Provide context for work
= Improved problem-solving


10


11

Real-life benefits of collaboration and user-created content

What Do Social Enterprise
Processes Look Like?

12

Social In The Flow Of Work
l

Social features built into enterprise
business processes
l
l
l

l

Collaboration on demand
Zero-training UI for occasional collaborators
Informational visibility and sharing

Situational applications based on
enterprise APIs
l

User-generated processes and content


13

Collaborative Process Modeling
l

Multiple people participate in process
discovery, modeling and documentation
l
l

Internal and external participants
Technical and non-technical participants

l

Preserves institutional memory

l

Facilitates cross-silo collaboration and
innovation


14

Collaborative Process Modeling


15

Dynamic Process Runtime
l

User can add participants from own
network or recommended expert

l

Non-participant can opt-in to process

l

Audit trail captured within BPMS

l

Eliminates uncontrolled email
processes

l

Captures patterns for
process improvement

16


17

Process Activity Streams
l

Timeline of activity for social monitoring
l
l

l

Process models during creation
Process instances during execution

Publish/subscribe model to “watch” certain
processes or event types

l

Direct link to underlying process model or
instance for unsolicited participation

l

Usually mobile-enabled

18

Process Event Streams


19

Collaboration at
Bank Of Tennessee
l

Service-focused regional bank

l

Mortgage process before BPM:
l
l
l
l

l

Manual, paper-based
Long process with bottlenecks and errors
Many exceptions, constantly changing
Limited visibility and audit trail

Search for social collaboration and BPM
platforms merged


20

Source: Will Barrett, Bank of Tennessee, “Worksocial Pays Dividends”

A Social Mortgage Process


21

Bank Of Tennessee: Benefits
l

ROI based on social and BPM
l
l

l

Process activity stream user interface
l
l
l

l

30% faster to complete process
Reduced errors
Unified communication channel
Faster, more efficient actions in place
Increased adoption/decreased training

Improved visibility and audit trail
l
l

Critical SLAs visible for action
Entire process within BPM

22

User-Created Content at
Norwegian Food Safety Authority
l

Ensuring food safety, animal/plant welfare:
l
l
l
l

l

Scheduled inspections and events
Emergency response
Maintain food safety history
Apply complex regulations

Case folder with dynamic worklist
l
l

Case = person/establishment, e.g., farm
Tasks created dynamically as required,
manually or triggered by events

23

Source: Computas


24

NFSA: Dynamic Task Selection


25

NFSA: Benefits
l

Entire food safety history for each
establishment

l

Two dynamic case management modes
l

l

Control activity module for regular activities with
full domain data
Emergency response module with alerts and
follow-up tasks


26

What is limiting the adoption of social enterprise processes?

The Social Dilemma


27

Fear Of...
l

...assuming responsibility for collaboration

l

...having to share credit for work

l

...appearing weak for requiring collaborators

l

...not getting credit for time spent collaborating

l

...helping the competition

l

...losing control over a process

l

...opening access to information

l

...fluid, non-hierarchical roles


28

Misaligned Business
Goals And Metrics
l

Executives want
collaboration across
silos; management
required to get work
done on time

l

Process performance
indicators measure
efficiency, not service
levels

29

The Employee Incentives Conflict
“When an organization doles out bonuses,
raises, awards and promotions based on
individual contributions, what’s the carrot
for social participation?”
-- Gia Lyons, Jive Software

Do the
right thing

What’s in
it for me?


30

Misaligned Employee Incentives
l

Incentives based on job description, not
value of contribution

l

Incentives reward individual efforts, not
collaboration


31

Mandates for organizational culture, management and technology

Creating A Culture That
Rewards Knowledge Work

32

Participatory Culture
l

Time and resources explicitly allocated
l
l

For collaboration and co-creation
All stakeholders expected to participate

l

Appropriate tools provided

l

Input considered regardless of level and
technical skills of participant


33

Transparency And Openness
l

Allow internal users to see all information
l

l

Set open as default, override for specific
exceptions

Allow access to external stakeholders
l

Customers, business partners should see their
own information

l

Enables easier knowledge dissemination

l

Provides context for problem-solving and
collaboration

34

Management Style Of Trust
l

Allow workers to deviate from pre-defined
workflow when appropriate
l
l

l

Management must allow sufficient autonomy
Workers must feel comfortable
creating/modifying processes

Allow workers to collaborate with resources
of their choice
l
l

Assign work or ask assistance
Internal and external


35

Rewards And Incentives
l

Set expectations for participation

l

Reward for collaboration and process
improvement

l

Reward for customer service over
efficiency

l

Reward teamwork over individual effort


36

The technology mandate

The Future Of Social
Enterprise Incentives

37

Enterprise Social Scoring
l

Peer recognition

l

Gamification

l

Social graph connectivity/strength


38

Using Collaboration Metrics
l

Detect and analyze social graph
l

l

Measure contributions to community
l
l

l

Boost signal of weak ties
Social score
Successful performance of task

Recommend collaborators based on
reputation


39

Problem-Solving Metrics
l

Customer satisfaction

l

Time to resolution

l

Correlate quality of decision with degree of
collaboration involved


40

Next-Generation Social Analytics
l

Evaluate (and reward) collaborative
behaviors that:
l
l
l

l

Are aligned with organizational culture
Get work done
Assist others to achieve shared goals

Resistant to “gaming” by workers


41

Summary


42

Summary
l

Enterprise processes are social, whether
you admit it or not

l

Misaligned goals and incentives will reduce
success of outcomes

l

Organizational culture and management
style may need to shift

l

Core social process technology is in place,
but metrics are still catching up


43

Slides at www.slideshare.net/skemsley
Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley


44

Changing Incentives for Knowledge Workers in the Social Enterprise

Recommandé

Recommandé

Contenu connexe

En vedette

En vedette (17)

Similaire à Changing Incentives for Knowledge Workers in the Social Enterprise

Similaire à Changing Incentives for Knowledge Workers in the Social Enterprise (20)

Plus de Sandy Kemsley

Plus de Sandy Kemsley (16)

Dernier

Dernier (20)

Changing Incentives for Knowledge Workers in the Social Enterprise